ITEM NO.
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REPORT OF THE STRATEGIC DIRECTOR FOR SUSTAINABLE REGENERATION
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TO THE LEAD MEMBER FOR HOUSING ON 3 NOVEMBER 2009
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TITLE: Phase 2 - The Strategic Cross Tenure Review of Sheltered Housing in
Salford – East Salford Pilot.
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RECOMMENDATION:
That Lead Member for Housing is recommended to:

Note the work undertaken as part of the East Salford strategic cross tenure
review of sheltered housing.
 Endorse the findings and recommendations of the strategic review of
sheltered housing in East Salford.
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EXECUTIVE SUMMARY:
Over the course of the last 3-4 years considerable work has been carried out to
consider the future of sheltered housing in Salford. This work is detailed in:

Phase One of the cross tenure review of sheltered housing in Salford,
which identified:
- The vision for sheltered housing in Salford in the future
- A set of service standards for sheltered housing in Salford
- A set of building standards for sheltered housing in Salford

Promoting Independence: Our housing strategy for people as they age in
Salford
This work has informed our view that sheltered housing does have a future in
Salford, and that there is a continuing demand for sheltered housing providing it
offers quality accommodation and flexible support services in the right location.
However, it is considered vital to improve existing buildings and scheme
environments to match modern day and future expectations. The details of our
aspirations for the future in terms of building standards are well detailed in the above
documents.
The aim of the strategic assessment of sheltered housing in the East of the City was
to identify the key strategic priorities for Salford’s sheltered housing / services and
how they should be developed to be able to continue to meet the needs of older
people both now and in the future.
The findings of the strategic assessment will provide a steer for providers that will
guide them in prioritising their development activities and resources along with their
decisions about the future of individual schemes and services, and a steer for
commissioners of housing related support services.
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BACKGROUND DOCUMENTS:
(Available for public inspection)
Phase 1 – The Strategic Cross Tenure Review of Sheltered Housing in Salford
Phase 2 – The Strategic Cross Tenure Review of Sheltered Housing in Salford –
East Salford Pilot
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KEY DECISION:
NO
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DETAILS:
1.0
In 2005, as part of the stock options appraisal of all council housing, Housing
Services also considered the council owned sheltered schemes and our
aspirations for the future standards for these buildings.
1.1
After developing a set of interim sheltered standards, completing an options
appraisal and a further desk top assessment, a consultation exercise was
conducted with tenants and their families on the future of twelve of the
schemes. After taking into consideration the resulting feedback and evidence
obtained, eight of these schemes were eventually re-designated as
‘Supported Housing for Older People’, two schemes were retained as
sheltered housing and two schemes were decommissioned.
1.2
Subsequently, Phase 1 of the initial Strategic Cross Tenure Review of
Sheltered Housing across Salford was completed in 2007. This phase of the
review focussed on development of:
a. A vision for the future role of sheltered housing in Salford.
b. A service statement for future sheltered housing.
c. A set of design standards for sheltered schemes.
1.3
Phase 1 of the review was undertaken in parallel to and informed the
development of Salford’s Housing Strategy for an Ageing Population. This
strategy identified the need to progress the full strategic assessment of each
sheltered scheme in the City.
1.4
East Salford was chosen as the geographical focus for the next phase (2) of
the strategic assessment, based upon the high level of bedsit
accommodation, high level of void problems and extent of regeneration in the
area.
1.5
It has been vital to engage with relevant stakeholders at an early stage and in
addition to introductory one to one meetings, a steering group was
established to drive this work forward. Invitees to the steering group included
providers of sheltered housing and services, Community, Health and Social
Care Services and Citizen Representatives.
1.6
This strategic assessment was conducted using the following methods:

Building stock appraisals - Each provider made a rough assessment of
their schemes against the standards which were drawn up in the initial
review and where possible provided an estimate of the potential cost.

Interviews with Scheme Managers - In order to understand the sheltered
population and their needs Scheme Managers were interviewed to collect
information about the needs of a proportion of the tenant population within
each scheme.

Consultation with Tenants - Tenants were invited to a consultation event at
each of the schemes where they were asked for / supported to give their
views about the support service they received, the buildings that they lived
in and the location of their scheme.

Interviews with providers - Each provider was given the opportunity to
discuss existing services and how these could be developed in the future.

Data collection - A whole range of data / information around need, demand
and supply was collected and analysed.

Activities to attempt to map unmet need - In an attempt to map unmet
need for housing related floating support a range of Professionals were
surveyed for their comments and estimations. In addition, Care on Call,
Home Improvement Agency and Handypersons customers were asked for
their comments about unmet support needs and disabilities.
1.7
This assessment was concluded in December 2008 and the findings were
presented to Supporting People Core Strategy Group and Commissioning
Body, after consultation with the service providers.
1.8
In summary, the strategic view of these schemes which resulted from this
review is described below and this list also forms the priority investment list:

Roman Court (Irwell Valley H.A) - Overall a strategically relevant scheme
due to the nature, layout and design of the scheme/units. This building is
beautifully presented and has become an increasingly popular scheme. This
building is lacking and would benefit from a lift, although a stair lift is present.
If it is possible to install a lift then this building should be prioritised for funding
for future investment.

Rialto Gardens (Salix Homes) - This scheme is considered strategically
relevant due to the nature, design, layout and location of the scheme / units.
Centrally located, this scheme has a relatively large communal area, is easily
accessible and its potential future as a hub for services for local older people
should be explored. Requiring the least level of capital funding (for the Salix
schemes) in view of the above, local authority capital funding to develop the
scheme should be prioritised

Longbow Court (Salix Homes) - An increasingly strategically relevant
scheme due to the regeneration taking place in the area. Note is made of the
improving lettings and relatively low costs estimated for the required building
development works. Flood risks are noted however these are not reported to
be significant. The added benefits of good parking are also noted. This
scheme has a relatively large communal area and parking facilities and its
potential future as a hub for services for local older people should be
explored.

Malimson Bourne (Contour Homes) - This scheme is considered
strategically relevant due to the nature, layout, design and location of the
scheme / units and although funding required for development is estimated to
be considerable, it is viewed that this should be resourced where possible.

Gan Eden (Manchester Jewish H.A) - This scheme meets a specific cultural
need locally and has reasonably good lettings. However, bedsits are not
considered strategically relevant in the long term and would not be able to
meet the needs and aspirations of frail older people in the future. As such
these should be prioritised for remodelling.

Beenstock House (Agudas Israel H.A) - This scheme meets a specific
cultural need locally, and in addition to the layout and design of the scheme /
units is considered strategically relevant. This scheme has a relatively large
communal area and is central to the local Jewish community, its potential
future as a hub for services for local older people should be explored. As such
funding to develop the scheme towards the sheltered standards should be
supported.

Alexander Gardens (Salix Homes) - There are concerns about the
sustainability of this scheme in view of the significant flood risks and potential
funding required to improve the scheme towards the sheltered standards.
Although otherwise strategically relevant and receiving generally good
lettings, this scheme may not be viable for significant longer term funding of
this nature in view of the above.

Muirhead Court (Salix Homes) - This scheme does have 2 bed properties
which are in its favour and are a definite aspiration for the future. However,
with problems associated with limitations of the location and poor lettings,
there are concerns that the extent of funding required to improve the building
may not be justified as a business case i.e. will lettings improve with this level
of additional funding?

St Pauls Court (Anchor Housing) - With a significant number of bedsits in
its current guise this scheme would not be considered strategically relevant in
the long term, unable to meet the changing needs and aspirations of an
ageing population. Remodelling of the bedsits would be considered a priority
for the scheme to be able to meet the needs of frail older people in the long
term, but this would no doubt require significant funding. As this particular
scheme has the best lettings of the three Anchor schemes, has the smallest
number of bedsits requiring re-modelling and is set on a main bus route, it is
suggested (on the information available) that this particular anchor scheme is
prioritised out of the three for re-modelling.

Midfield Court (Anchor Housing) - With a significant number of bedsits, in
its current guise this scheme would not be considered strategically relevant in
the long term, unable to meet the changing needs and aspirations of an
ageing population. Remodelling of the bedsits would be considered essential
for the scheme to have a long term future but this would no doubt require
significant funding.

St Johns Court (Anchor Housing) - With a significant number of bedsits and
poor lettings, overall in its current guise this scheme would not be considered
strategically relevant, unable to meet the changing needs and aspirations of
an ageing population. Remodelling of the bedsits would be considered
essential for the scheme to be able to meet the needs of frail older people in
the long term, but this would no doubt require significant funding.

Heraldic Court (Salix Homes) - Already re-designated as Supported
Housing for Older People, no additional funding should be prioritised for the
sheltered standards, and the scheme needs to be re-marketed / branded
accordingly.

Broomedge (Salix Homes) - Already re-designated as Supported Housing
for Older People, no additional funding should be prioritised for the sheltered
standards, and the scheme needs to be re-marketed / branded accordingly.
However, it should be noted that due to its design features this particular
scheme is unlikely to be able to meet the needs and aspirations of frail older
people in the future and it is likely to suffer from increasing void problems in
the longer term.
1.9
In summary the recommendations for the development of sheltered services
is described below:

Sheltered service providers are asked to work with commissioners to explore
how they can change the support service from a one size fits all service to
providing a support service to only those who need and want this.

Sheltered service providers are asked to work with commissioners to consider
how Scheme Managers can engage with the older local community providing
support to those that need it and pro-actively supporting older people to
engage with scheme activities. This will need to become a significant part of
the Scheme Managers role and providers will need to be able to demonstrate
how they are achieving this.

Sheltered service providers are asked to ensure that reconfigured support
services are sensitive to equality and diversity through the completion of
service equality impact assessments.

Sheltered service providers to support the development of Scheme Social
Committees (supported by Scheme Managers) by ensuring the production of
appropriate Committee standards that include respecting equality and
diversity, where appropriate.

Sheltered service providers are asked to ensure that access to appropriate
training in relation to complex needs and equality and diversity is a priority for
front line staff and Managers.

For those schemes which could potentially accommodate a hub of services
for local older people, sheltered service/housing providers are asked to work
with commissioners to explore the feasibility of this, engage with relevant
Health, Housing and Social Care Services and explore the potential impact on
the Scheme Managers role. It is recognised that where Scheme Managers
facilitate hub services, their capacity to provide additional support to older
local people will be reduced.
1.10
Further to the work conducted to try to identify unmet need for floating support
for older people with low level preventative support needs, a further
recommendation was made. The Supporting People Team have set aside
approximately £30k to explore further the need / demand for floating support
for older people. This funding should be used by the Supporting People Team
to commission an additional Floating Support Co-ordinator. This Officer will:
a) Identify older people with low level preventative needs who are not engaged
with statutory / specialist services.
b) Collect a range of information in order to assess the individuals need for
support and to assess any associated risks.
c) Actively link older people into appropriate community services in order to
promote their independence in the longer term.
d) Work with sheltered scheme based managers in order to support them in
engaging with older people living locally.
e) Collect and analyse data on need, demand and use of the service pending
review after six months and then one year, with a view to submitting a
business case for future development of the service across the City and
securing longer term funding
1.11 Three delivery options were considered for reconfiguring the services to
meet these recommendations.
a) Maintaining the existing service arrangements (i.e. current provider and
Scheme Manager) within sheltered schemes in East Salford but reconfiguring
each individual service to meet the recommendations. This will be achieved
using a service by service approach working with Providers and Scheme
Managers.
b) Where it is possible to implement the recommended changes the existing
service arrangements will be maintained. However, for those schemes /
services which are unable to implement any of the changes, alternative
service provision will be explored. This will be undertaken using a service by
service approach working with Providers and Scheme Managers.
c) Re-commissioning of the housing related support service across all sheltered
services in East Salford, ensuring that the new service meets the
recommendations in the report.
1.12
After consultation with the providers it was considered that delivery option two
would be the most appropriate method of implementing this improved service,
and the Supporting People Team are currently working with the Service
Providers to try to achieve this.
1.13
Lead Member for Housing is asked to:

Note the work undertaken as part of the East Salford strategic cross tenure
review of sheltered housing.
 Endorse the findings and recommendations of the strategic review of
sheltered housing in East Salford.
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KEY COUNCIL POLICIES:
Housing Strategy
EQUALITY IMPACT ASSESSMENT AND IMPLICATIONS:N/A – Equality implications were taken on board during the course of this review and
these are reflected in the final report.
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ASSESSMENT OF RISK:
Medium – This review makes recommendations about improvements to services and
the future investment priorities for schemes.
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SOURCE OF FUNDING:
Any potential changes to Supporting People funding will be taken through the
appropriate governance arrangements.
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LEGAL IMPLICATIONS Supplied by
Contact Officer and Extension No: Ian Sheard x 3084
Date Consulted: 6th October 2009
Comments: There are no legal implications arising out of this report
FINANCIAL IMPLICATIONS Supplied by
Contact Officer and Extension No: Stephen Bayley Ext 2584
Date Consulted: 6th October 2009
Comments: The review will inform future investment priorities for Supporting People
and these will be taken through the appropriate channels
OTHER DIRECTORATES CONSULTED:
There has been dialogue with our partners and colleagues across other directorates
about this review including the provision of regular progress reports to the
Supporting People Commissioning / Core Strategy Group.
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CONTACT OFFICER: J Craik
TEL. NO. x 8787
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WARD(S) TO WHICH REPORT RELATE(S): Irwell Riverside, Kersal and Broughton
Wards.
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